Case

Interview
Workbook

Table of Contents

What is a Case Interview?

The Case Interview Process

Soft Evaluative Criteria

11

Types of Case Interviews

12

Sample Frameworks
and Applications

20

Practice Cases

22

What is a Case Interview?

A case interview is a type of job
interview, used most frequently by
consulting firms, that allows an applicant
to demonstrate his/her ability to solve
a given business problem. During a
case interview, an interviewer presents
a situation or case and then asks the
applicant to explore the underlying
causes of the problem and suggest
recommendations to remedy the problem.
The cases given tend to be real business
situations, often drawn from the
interviewers actual project experience.
Case interviews typically last from 45
to 60 minutes, with a focus on the case
itself lasting 30 to 45 minutes. An
applicant can expect to have several
in the interview process at any
given firm.

Consulting firms are looking for

intelligent people who can approach
business situations in an analytical
fashion, think under pressure and
maintain a professional presence with
their teams and the clients. A case
interview provides excellent insight
into how well you would perform in
a strategy consulting situation.
The purpose of this guide is to familiarize
you with the process of a case interview,
introduce you to some potential
methodologies, and provide you with
sample cases to practice. Learning about
case interviews is also a helpful means
to determine if strategic consulting
is right for you, as these cases reflect
the types of business situations and
structured thinking consultants encounter
on a daily basis.

Your success in a case interview will

not depend on identifying the correct
answer, but rather on how clearly you
define the problem, how logically you
structure your analysis, and how well
you communicate your thoughts to
the interviewer.

Common Misconceptions About Case Interviews

There are many misconceptions about the case interview and what
the interviewer is looking for.
Myth

Fact

There is one right answer or

approach to the case

Usually there are several credible

approaches and solutions

The interviewer expects you to

get the right answer

The interviewer expects a thoughtful,

structured response

Industry knowledge is required

to do well on the case

The interviewer expects you to be

effective with the knowledge you
have and make hypotheses based on
sound common sense

Case Interview Success Factors

Case interview success depends on providing a thoughtful and
structured response to the case problem.
Understand the case situation and
what is being asked

Listen for suggestions and hints from

the interviewer

Analyze the case issues and potential

solutions in a structured manner

Engage the interviewerit is okay to

ask for direction and clarification

Make certain your thought processes

are transparent to the interviewer

Manage time effectivelymaintain

your momentum, dont get bogged
down on one point

Be creative, yet practicaluse your

business judgment and give specifics

The Case Interview Process: Structured Problem Solving

Listen to
Case

Clarify
Problem

Decompose
Problem

State
Hypotheses

Test
Hypothesis

Summarize
Findings

After you lay out the framework for

the interviewer, you should discuss
the analyses you would perform to
determine potential solutions to the
business problem. The interviewer may
ask you to perform simple analyses to
test your hypotheses. Finally, you should
summarize your methodology with any
recommendations you may have.

The process of a case interview parallels

that of a consulting engagement. First,
you will be given a description of a
case problem by the interviewer. This
description may be as short as one
sentence or as long as a page of
detailed information. Once given the
case description, you will need to
understand the problem by asking
well-thought out questions of the
interviewer. The answers to these
questions should allow you to align
on the objectives and expectations
before developing an approach (framework)
that you can use to analyze the situation.

Clarify the Problem

Listen to
Case

Clarify
Problem

Decompose
Problem

State
Hypotheses

Test
Hypothesis

Summarize
Findings

Goal: Articulate Key Case Problem

Activities:
Ask clarifying questions
Probe for additional information
Assess case facts
Pause to structure your thinking
Summarize issues for discussion
Confirm objectives and expectations

Based on your questions, the interviewer

will often provide you with more details
about the case. By structuring your
questions, you will cue the interviewer
to how you plan to work through the
problem. It is important to be flexible
in your approach and open to multiple
solutions. If the questions you are asking
do not yield useful answers, try switching
to an alternate approach. Remember,
you are also being evaluated on your
ability to ask insightful questions.

In consulting, understanding the client

situation is fundamental to developing
solutions to important problems as well
as recommendations for how a business
could be run more effectively. A case
interview models this by presenting
you with information, asking you to
make sense of it, and develop potential
solutions. Clarifying the nature of the
business issue (e.g., declining profitability,
loss of market share, or new competitive
threats) is an important step.

Decompose the Problem

Listen to
Case

Clarify
Problem

Decompose
Problem

State
Hypotheses

Test
Hypothesis

Summarize
Findings

Goal: Identify Root Causes of Problem

Activities:
Break the problem into its component parts
in a structured manner

To develop a good issue tree, you should

ensure that the subcomponents are linked
in a logical manner, that it prioritizes
the issues, and that it reveals possible
solutions. Also, each branch of the tree
must not overlap with another (mutually
exclusive), and the branches should
thoroughly represent contributing
elements (collectively exhaustive).

Once you have stated and clarified the

problem, you need to decompose it in
an exhaustive, logical manner. By using
an issue tree, you can break the problem
into smaller pieces and illustrate logical
relationships among the component parts.
Basic issue trees are structured as follows:

Problem
(e.g., declining
profitability)

Issues/Causes
(e.g., declining
revenues)
Issues/Causes
(e.g., increasing
costs)

...
.
...
.
...
.
...
.

State Hypotheses and Develop Framework

Listen to
Case

Clarify
Problem

Decompose
Problem

State
Hypotheses

Test
Hypothesis

Goal: State Hypotheses/Potential Solutions

Activities:
Review problem decomposition
Identify potential hypotheses/solutions
State your assumptions
Choose appropriate framework to test hypotheses (See
Sample Frameworks and Applications section) for example:
Profitability Analysis
Porters Five Forces
Three Cs
4 Ps of Marketing
Use sketches - Graphics can be a powerful tool

Once you are confident you understand

the problem, you should list out
potential hypotheses that may resolve
the core problem. You will then need
to choose a framework (or analysis
tool) to structure your hypotheses (see
Sample Frameworks and Applications
section), but do not feel constrained
by these since many cases will not fit
neatly into one of those frameworks.
The framework is a key to structured
thinkingit allows you to approach
a problem in a holistic manner, while
directing your analysis to each of the
components within the framework.

Summarize
Findings

Test Hypotheses
Listen to
Case

Clarify
Problem

Decompose
Problem

State
Hypotheses

Test
Hypothesis

Summarize
Findings

Goal: Apply framework to Test Hypotheses

Activities:
Describe analyses to be applied
Break problem into its component parts in a
structured manner
Apply framework and discuss findings/implications
to solution definition
Probe for concurrence/additional information
Present hypotheses for future testing/discussion

If you find that your analyses are not

confirming your initial hypotheses,
develop new ones. If your analyses
do not appear to be enlightening, the
interviewer may direct you towards
another path. Take advantage of these
hints if they are offered.

Once a framework is selected, you

must analyze each component of the
framework in a logical manner. Discuss
the analyses you would perform to
determine if your initial hypotheses
are true. You may have to ask additional
questions of the interviewer to get the
information needed to develop these
analyses. Often times, you may be asked
to perform an analysis with simple data
supplied by the interviewer.

Summarize Findings

Finally, summarize the framework

and analyses you utilized in the case.
Suggest recommendations for the
client and potential next steps the
client should take. The interviewer may
tell you what happened with the real
project situation on which the case was
based. However, dont worry if your
methodology or answer did not match
the real project situation because you
are being evaluated on your thought
processes and not against some
predetermined answer.

SoftEvaluative Criteria
In addition to your ability to ask probing questions, decompose the problem, define the preferred
analysis framework and perform the analyses in the case, you will also be evaluated on many
intangible qualities. While interviewers look at these criteria in non-case interviews as well,
you will need to be extra-conscious of them in a case interview, since often times your
concentration will be on solving the case.

Poise

Friendliness/Attitude

Are you confident in your answer?

How do you handle yourself when you
make a mistake?
Do you perform well under pressure?

Will clients and coworkers enjoy spending

long hours with you?

Other Intangibles
Do you display energy and drive?
Do you show initiative?
Do you manage time effectively?
Do you demonstrate decisiveness?
Do you convey a genuine interest in
the career and the firm?

Communication
Are you articulate in communicating your
thought processes and conclusions with
others?
To be a successful consultant, you must
be able to clearly communicate your
recommendations and articulate how you
were able to arrive at your conclusions
Listening skills: are you leveraging all
the information/data provided by the
interviewer

Flexibility
As situations change and new information
becomes available, are you able to adapt
your thinking to new data or an emerging
environment?

10

Types of Case Interviews

There are three general types of cases:
The Great Unknown
Provides very little
information
Tests candidates ability
to probe for additional
details
Requires structuring
framework based on
new facts

The Parade of Facts

The Back of the Envelope

Provides a significant
amount of detailsome
unnecessary

Provides little information,

but asks a key question

Tests candidates ability

to distill key issues

Tests a candidates analytic

abilities

Requires depth of
analysis based on
relevant facts

Requires logical thought

process and ease with
numbers

The Great Unknown and Back of the

Envelope cases are the most common
types of cases. However, regardless
of the type, be sure you have a solid
understanding of the facts and what is
being asked of you before you begin to
crack the case.

11

The Great Unknown Cases

One of the most common types of
case interviews poses the situation
in one or two sentences, leaving you
with little information or structure on
which to build. These cases are used
often because they test your ability
to discover necessary facts by posing
the right questions and being able to
develop analytical frameworks to solve
the problem.

Write those questions out and ask the

interviewer. Be prepared to go several
layers deeper into the issue as the
interviewers answers may lead you to
additional questions.
Hypothesis and Framework Development

Potential Methodology:

Describe to the interviewer what some

of the potential issues/hypotheses could
be. Then choose a framework that will
structure your thinking and guide you
through testing the issues/hypotheses.

Case Description

Hypothesis Testing

Listen carefully and determine the

central business problem being asked.

Using the framework selected, explore

the issues/hypotheses initially laid out.
Describe the factors in each section of
the framework that are relevant to the
central problem. Also list out analyses
to test the hypotheses in each section
of the framework. By asking additional
questions, you may still yield more
information about the case from
the interviewer.

Problem Decomposition
Identify and prioritize root causes of
the problem by breaking the problem
down into its component parts. An issue
tree is a valuable tool to ensure that
decomposition is exhaustive and that
the sub-components are linked together
in a logical manner.

Case Summary

Problem Understanding

Review your initial issues/hypotheses

in light of your structured analyses and
suggest possible recommendations for
the client.

Consider the central problem. What

additional facts do you need to fully
clarify this problem? What are the
crucial pieces of information that will
allow you to develop a framework
around this problem?
12

The Great Unknown Case Example

Interview Example:

Potential Methodology:

The client, a leading manufacturer

of prefabricated kitchen furnishings,
has been steadily losing market share
over the last two years.

Problem Understanding
-- Has the size of the market changed
in the last two years?
-- Has the competitive structure of
the industry changed? Mergers
and Acquisitions? New Entrants?
-- Are there any new products or
new technologies that are gaining
market share?
-- How are we currently positioned
(low cost, high quality, etc.)? What
is our competitive advantage?

The senior executive team would like

you to help them understand why and
what they can do to improve their
market standing.

The Parade of Facts Cases

These cases are relatively rare because
of the amount of time necessary to
present the case description, but can
also be one of the more challenging
types of questions. You will be given
more information than you need in
the case description, and one of your
key tasks is determining which facts are
relevant to the clients business problem.

Consultants are often faced with a

deluge of details, and the ability to sort
out the crux of a problem is a key skill
for which firms are looking.
While most of our process steps are
similar to The Great Unknown, how we
understand the central issue and probe
for insight differs:

13

Potential Methodology:
Problem Understanding
Pause for a moment and consider the
central problem. Which of these facts
are totally irrelevant? Eliminate them
for now. Which facts are definitely
related to the problem? Ask questions
about facts that appear relevant.
Probe for additional facts that the
interviewer may have.

14

The Parade of Facts Case Example

Interview Example:

Potential Methodology:

Client is a leading food company that

wants to develop a fresh prepared
meal business
Trend among consumers is toward
fresher food with no artificial
preservatives or coloring
Consumers are currently purchasing
$5.0 billion of frozen mealstrend is
toward more upscale products
A fresh meal plate combining a protein,
vegetable and starch is delicately
arranged in a sealed plastic dome
package
Nitrogen gas flushing is used to
extend shelf life
Product is currently in limited consumer
test at $5.50 to $8.50 per meal
Shelf life of product is 14 days
product will spoil in 21 days
potentially causing food poisoning
Client wants to know if they can
make money in this business
Client wants to know if the market is
bighow will they keep competition out
Client wants a consultant to assist in
building business case

Key Problem: Profitability of Business

and Size of Market
Problem Understanding:
-- Ask about consumer test. What
prices are consumers responding
to? Are there any items spoiling
on the shelf?
-- What is the competitive structure
of this market currently?
-- What are the components of the
companys cost structure?
Structure Analysis:
-- What is the break-even point for
the firm?
1. Determine Gross Margin per
Unit
2. Determine fixed costs
3. Divide to find break-even
-- Estimate the size of the market (a
case within a case)
-- Determine the market share they
will need to break-even
Develop Recommendations:
-- Discuss the competitive structure
of the market. Can the firm
realistically achieve the breakeven market share?

15

16

The Back of the Envelope Cases

Framework Development and
Numerical Analysis

The Back of the Envelope questions

are very different from other types
of cases in that they are primarily
numerically driven. You will be asked to
estimate the number of some everyday
item in society. The interviewer is not
looking for a random guess, but rather
a structured thought process to get
to a numerical answer. These types of
questions not only test your comfort
level with numbers, but also force
you to create your own framework to
develop a numerical answer.

Walk the interviewer step-by-step

through your framework, calculating
the numbers for him as you go. You will
need to begin with some assumption
about the population (of people,
objects, etc.) and will need to make
other assumptions at certain points
throughout the case.
Dont be afraid to make too many
assumptions, but be certain that they
are needed and that you can explain
why you are making that assumption.
Often, you will hit a dead end in
your thinking. If you find yourself in a
situation where you dont know how
to proceed, you should back up several
steps in your analysis (make sure you
communicate this to the interviewer)
and pursue an alternative path.

There are often several different ways

to approach these problems, and all of
them are correct as long as they are
internally consistent and holistically
structured to arrive at a logical answer.
Problem Understanding
Rather than asking probing questions,
take a moment to think about the steps
you would need to take to get to an
answer. What assumptions will you
have to make along the way?

17

The Back of the Envelope Case Example

Interview Example:

Estimate the average number of units

a dry cleaner can handle per week

Estimate the total number of dry

cleaners in Philadelphia

-- Assume that the average dry cleaner

has two workers who typically
handle 20 -30 customers (or 80
-120 units of clothing) per hour
-- If the average dry cleaner is open
eight hours a day, 5 days/week,
they typically handle 3200 -4800
units per week (80 -120 units x 8
hours x 5 days)
Divide the total market size by the
average units handled per dry cleaner
to find the total number of dry cleaners

Potential Methodology:
Assume there are two million people
in Philadelphia
Estimate the size of market by
segmenting the population
-- Assume the population consists of
25% adult men, 25% adult women,
and 50% children
-- Assume children have no dry
cleaning and only 25% of adults
use dry cleaning
-- Estimate the average number of
units of clothing each man and
woman brings weekly to the cleaners.
For this case, assume that 3 shirts/
blouses and 1 suit are brought to
the cleaners each week
-- Thus the total size of the market
(per week) is one million units of
clothing (1 million people x 25%
x 4 units per person)

-- There are between 208 and 312

dry cleaners in Philadelphia

18

Sample Frameworks and Applications

In the preceding section we outlined
several types of case formats you
are likely to encounter throughout the
interviewing process. However, this
doesnt describe the actual content of
cases or the problems and issues you
will be asked to consider. There are many
different categories of business issues or

problems that can be presented within

a case interview and oftentimes numerous
business problems will be combined
within one case situation. The following
frameworks are not exhaustive but are
provided as a guide to get you started
thinking about how to solve different
types of case problems.

Business Issue

Potential Framework

Profitability

Volume
Revenue

Price

Profitability

Fixed

Cost

Variable

Products

Market Expansion
Current

Markets
New

Competitive Analysis

Current

New

Market
Penetration

Product
Expansion

Market
Development

Diversification

3 Cs

SWOT

Customer
Company
Competition

Strengths
Weaknesses
Opportunities
Threats

Opportunity Assessment

Porters
Five
Forces

Product (e.g., new product launch)

Business unit
Overall market
Asset valuation/maximization

Suppliers

Potential Entrants

Industry Competition

Substitutes

Marketing Strategy

4 Ps
Product
Price

19

Promotion
Place

Buyers

Putting it Together
The interview process we have outlined
will help you structure your thinking and
the types of cases we have suggested
will help you orient yourself to the
different way in which information may
be presented.

Building and Refining Skills

In addition, the types of business issues

and corresponding solution frameworks
provided on the preceding page will
help you determine how to analyze the
situations given.

Think through potential types of

business problems and applicable
frameworks

Remember, there will always be multiple

methodologies and frameworks that
can be used successfully to approach
a solution and you will work more
effectively if you choose a framework
you are comfortable with.

Refine your skills throughout the

recruiting process

One of the best ways to prepare for

case interviews is by practicing them.
Some suggestions for sharpening
skills include:
Rehearse before your first interview

Practice cases with friends alternating

between various styles and cases

20

Practice Cases
The Great Unknown Sample Cases
Citibank is considering purchasing
another credit card company. If the
acquisition is made, Citibank will
gain access to 100,000 new card
holders. What is the estimated value
of this acquisition?
A commercial bank is re evaluating
the number of branches it operates,
and whether they should increase the
number of branches or close some
down. How would you suggest they
go about it?
A large conglomerate company is
facing declining profits in its railroad
company division and is considering
shutting it down. You have been
hired to determine if this is the
right course of action and identify
potential alternatives.
New York City has hired you to
determine what optimal route
or what destination taxi drivers
should go to when they do not have
a customer.

A major furniture retailer has

experienced declining profits for
four quarters, yet over that same time
period, it has experienced a 25%
growth in sales and has opened many
new stores. Why are profits declining?
A fast food company is thinking about
putting a franchise in an airport. They
hire you to see if they should do so.
A bread division of a large food
company is facing increasing
competition in its market and wants
to know if it should exit the market.
A car company is interested in
developing a new car. What marketing
related issues should it consider before
doing so?
What factors influence the revenue
potential of a new pharmaceutical
product?

21

Practice Cases
The Back of the Envelope Sample Cases
How much money could Continental
Airlines save by giving customers 1/2
a can instead of a whole can of Sprite?

Estimate the change in the price of

oil in the year 2000 from todays
price. Will it increase or will it
decrease?

What is the estimated value of a taxi

medallion in New York City?

Estimate the number of attendees

for a free concert for U2 in Central
Park in New York City.

Discuss what is wrong with the

following statistic: the Volvo is the
safest car on the road because a
recent study has shown that Volvos
have the fewest number of accident
deaths per mile driven.

22

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